Recent Project Experience
Business Improvement Lead
Mark has designed the business improvement strategy for Auckland Council utilising a clean slate approach. He used his extensive experience in business improvement coupled with understanding current market practices to design a business improvement strategy that has a foundation of continuous improvement with a targeted focus of a step change in performance and innovation. The strategy is to be implemented across 29 business units and over 8,500 people.
Transformation Performance Manager
Mark was responsible for developing the benefit realisation approach for the largest component of Vero Insurance’s transformation programme, and designing the measurement framework and performance reporting.
Mark delivered a paper on the methodology of Insurance claim improvement measurement which detailed best practice for insurance benefit realisation and measurement framework. He also developed a new approach to reporting performance and managing the business that encouraged a new customer centric culture.
Telecom NZ Ltd
Process Performance Manager
Mark was responsible for defining and delivering the customer experience for 2 of Telecom’s 3 key strategic products, Broadband and Mobile. He was successful in delivering significant improvement in the customer experience for these two products that resulted in increased customer loyalty and reduced cost to serve.
Mark also identified an opportunity to reduce operational cost by $600k through utilizing business analysis, financial, structured problem solving & key stakeholder management skills
Retail SBU Operational Development Coach
Mark was responsible for building Lean 6 Sigma process improvement capability within Telecom’s Retail and Gen-i management and key business improvement people. Plus he was responsible for designing and implementing the business performance governance rhythm within Telecom’s Retail Customer Services and Gen-I Service Delivery departments.
Mark designed and implemented a quality framework within Gen-i that resulted in a 58% improvement in the quality of the customer interactions within 6 months. He also identified opportunities across Telecom’s Resolve processes to provide a step change in the customer experience and remove $40m of costs.
He also increased staff productivity by 31%, reduced call volume by 6% and reduced cost to service by 15% within the Managed Data Customer Resolve process through a Lean Six Sigma DMAIC improvement project.
Zero Tolerance Project Lead
Mark reduced the number of customer impacting service events by 60% within 1 year through leading a Pan Telecom Zero Tolerance culture change initiative and the identification and implementation of a 10 point ZT improvement plan